EAG must enable successful projects Champion for future state architecture EA work closely with project teams

Transcription

1 Enterprise Architecture t Visioni EAG must enable successful projects Champion for future state architecture EA work closely with project teams Project teams work closely with EA Support the business influence on EA direction Effective communication Partner and stakeholder in OCIO projects 28

2 Project Portfolio Management & the PMO achieving strategic goals and objectives by choosing the right investments 29

3 Project Management Office Responsible for the Project Portfolio Not unlike a stock portfolio Over-arching view of all projects Align with an EA to drive toward future-state architectures Standardize portfolio reporting Quality Assurance Work with OCIO Vendor Management (B.Reid) 30

4 PMO Control Tower Stakeholder in project success Must do more than report after the fact (ie don t document the train wreck ) Applies to all stakeholders Responsible for safe take off and landing of projects Gate keeper for work go decision With EA confirm the project approach Monitor outcomes during execution Benefit realization Proactively avoid disasters Gate keeper for implementation 31

5 PMO Framework Project Management Office Assessment / Standards Portfolio Layer Quality Process PMO / PPM Standards Audit / Review Risk Success Benefit / Value 32

6 Project Portfolio: Perspectives Portfolio Program / Subportfolio Project PMO Holistic analysis of all projects Standards / Consistency Quality Assurance Project trending Director level Delivery arm Program view* GIS, ESD Management level Individual project focus Relationship with PM 33

7 PMO/PPM: Maturity Assessment 34

8 PPM / PMO Maturity Model

9 Moving to Level 3 One Standard process is good (level 2) but not long term Level 3 is the sweet spot Process tailored for specific projects (2-4 approaches) Fitting process to the work ( t-shirt size ) S, M, L, XL Based on cost, complexity, risk, impact Industry caution Transition from level 2 to level 3 is rarely easy Processes and approaches that worked for level 2 don t work at level 3 36

10 PMO/PPM Dimensionsi Maturity Assessment evaluates based on 5 dimensions Sets PMO / PPM objectives and vision going forward Financial Mgmt PPM Process Technology People PMO Dimensions Relationships 37

11 PMO Dimensions i People Unique approach in outsourced model Understand vendor resource pool Consider vendor senior resource pool when evaluating project success factors Aligning project complexity with PM skills Risk adverse PMs for utility projects High risk projects for seasoned PMs 38

12 PMO Dimensions i PPM Process Quality and Risk Assessments Benefit Realization PMO working closely with CS on project pipeline Projects approved and prioritized on portfolio basis Multiple versions of standard process to meet needs of project Segment projects into classifications Ex. enhancement, frontier, utility PPM methods to suit classification Agile higher risk Waterfall utility or packaged software 39

13 PMO Dimensions i Financial Improved project costing and cost estimation Quantify project benefit Foundation for benefit realization (level 4) Technology Integrated tool required Single entry for all relevant project information Project reporting Prioritization Dashboards 40

14 PMO Dimensions i Relationships Key skill is business not technology Change management Business transformation Successfully managing business change Assumed that staff have appropriate technical skills PMs MUST be able to function in business setting Business relationship vital to enabling solutions Resources must speak the language to business 41

15 PMO Priorities iti Mature existing foundational templates and procesess Improve planning Mature SDLC gates QA Portfolio Management System Integrated tool Web-based Reduce manual efforts and reliance on Excel Holistic analysis Plans Issues / Risk Benefit Realization stokerostler.com 42

16 Enterprise Architecture and the PMO 43

17 PMO and EA: Process Summary Previous process flow CS PROJECT OCIO Dir/Mgr Vendor EA (Desi Standard Reporting / Monitor outcomes DAD Review gn) Transition Production 44

18 PMO and EA: Process Summary Revised process flow CS PMO / EAA Standard process to start Project classification Readiness / risk assessment Load balancing Application Architecture Input PROJECT OCIO Dir/Mgr Vendor PMO / EA AG Standard Reporting / Monitor outcomes DAD Review PMO Standard process to end Transition Production 45

19 Solution Delivery Linkages Enter rprise Archite ecture Client Services PMO Business Case / Scope of work Concept stage SDLC Portfolio View Portfolio communication to vendors (with Corp Ops) Monitor of project pipeline View into business value of projects Benefit realization PAR RB Project Delivery Execution of projects 46

20 Putting it all Together Delivery of Business Solutions 47

21 Solution Development Life Cycle (SDLC) 48

22 SDLC PM model that describes stages involved in development project from feasibility study to completion Current Methodology: Waterfall Iterative approaches may be introduced (ex. Agile) for complex projects Purpose? Ensure consistent, repeatable approach Establish framework for all other process 49

23 SDLC Next steps for SDLC Tailored approach required going forward one size does not fit all Mature the stage gates Modify to reflect evolving OCIO Branch requirements Transition to production Work packages DR Planning PHIA Information Classification Threat Risk Assessments Optimize SDLC to enforce proper planning 50

24 SDLC: Overview Indicates Go, no-go Decision point PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5 Concept Initiate Plan Analysis R F P Plan Design Execute Implement Close Support Plan Deliver Conclude Transition Hand-over Plan Deliver Conclude SDLC for typical COTS project 51

25 SDLC: Overview Indicates Go-no go Decision point PHASE 1 PHASE. 2 PHASE 3 PHASE 4 PHASE 5 Concept Initiate t Plan Analysis R F P Plan Design Execute Implement Close Support Maizlish, Handler 2005 Category % Time % Cost Concept 10% 5% Planning / Analysis 15% 10% Design / Execute 35% 50% Testing 25% 25% Implementation 15% 10% 52

26 SDLC: Branch Involvement PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5 Concept Initiate Plan Analysis Design Execute Implement Close Support H L Level of Branch Engagement CS AD/EA/PMO AS/Ops Client Service (CS) Information Management / Protection 53

27 SDLC: Overview PHASE 1 PH. 2 Plan Objective Confirm scope Charter Detailed plan Risk Assessment PHASE 3 PHASE 4 Indicates Go no-go Decision point PHASE 5 Concept Initiate t Plan Analysis R F P Plan Design Execute Implement Close Support Objective Objective Objective e Detailed tech. CS Assessment solution design of client AS/Ops request engagement Sample Deliverables Business Case Scope Objective PMO & EA review Engage AD Confirm sourcing Approach AS/Ops engagement Sample Deliverables PASR, WO Detailed business analysis AS/Ops engagement Sample Deliverables Draft Transition agreement (TA) BRD Draft RFP Tender Pre-TRA P/PIA Sample Deliverables Final TA DAD Draft TRA Draft OPM Conversion Plan Security Assessment Revised proj plan Objective Build/configure / test solution Sample Deliverables Final TRA Test plan Cots/Custom solution Objective Implementation and Transition Sample Deliverables Initial VA Final VA OPM Support plan System Doc Change request Objective Handover Project closure Sample Deliverables Closure report Vendor review Lessons learned 54

28 55